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Service Plan for Fiscal Years 2010/11 – 2012/13
Letter from the General Manager
February 17, 2010
The Honourable Rich Coleman,
Minister of Housing and Social Development:
On behalf of all of the employees of the Liquor Distribution Branch (LDB), I am pleased to present our service plan for
fiscal years 2010/11 to 2012/13.
This plan supports our mission to be a customer-focused, profitable retailer and wholesaler of beverage alcohol
dedicated to innovation, exemplary service, helpful product knowledge and corporate responsibility.
Over the three years covered by this plan, the LDB forecasts it will generate $3.03 billion in net income to government.
In addition to our financial performance, the LDB’s high-level goals also include workplace quality and employee
excellence, customer experience, business effectiveness and corporate responsibility.
We continue to focus on our workforce plan to address our succession management process, and were honoured to be
recognized as one of British Columbia’s Top 50 Employers for 2010 by Maclean’s Magazine.
The LDB has also developed a comprehensive Green Plan to support our environmental initiatives, and we are exploring
leading edge energy reduction programs in all areas—corporate, distribution and retail. Over the last year, many positive
environmental programs have been initiated, including our Think Green Shop Smart in-store awareness campaign, which
will help us achieve our goal of a 50 per cent reduction in overall bag use by 2013. As a result of the downturn in the world economy, the LDB will continue to closely monitor its sales and expenses.
The LDB will also continue to collaborate with its industry partners to identify opportunities and challenges as we
move through these uncertain times.
The 2010/11 - 2012/13 British Columbia Liquor Distribution Branch service plan was prepared under my direction in
accordance with the Budget Transparency and Accountability Act and the BC Reporting Principles. The plan is consistent
with government’s strategic priorities and fiscal plan. I am accountable for the contents of the plan, including what has
been included in the plan and how it has been reported. All significant assumptions, policy decisions, events and identified risks, as of January 2010 have been considered in
preparing the plan. The performance measures presented are consistent with the LDB’s mandate and goals, and focus
on aspects critical to the organization’s performance. The targets in this plan have been determined based on an
assessment of the LDB’s operating environment, forecast conditions, risk assessment and past performance.
Jay Chambers
General Manager
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Table of Contents
Organization Overview
Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Business of the Liquor Distribution Branch.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Strategic Context
Vision, Mission & Values.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Planning Context. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Key Strategic Issues.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Risk Management.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Strategic Direction
The Four Pillars Framework.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
High-Level Goals.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Objectives, Strategies & Performance Measures
Goal 1: Financial Performance.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goal 2: Workplace Quality and Employee Excellence.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goal 3: Customer Experience.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goal 4: Business Effectiveness.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goal 5: Corporate Social Responsibility.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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Performance Management Systems .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Benchmarking .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Summary Financial Outlook. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Segmented Financial Outlook.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Contact Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Service Plan for Fiscal Years 2010/11 – 2012/13
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Organization Overview
Governance
In British Columbia, the Liquor Distribution Branch (LDB) is one of two branches of government responsible for the liquor
industry. The Liquor Distribution Act gives the LDB the sole right to purchase beverage alcohol both within BC and from
outside the province, in accordance with the federal Importation of Intoxicating Liquors Act.
Reporting to the Minister of Housing and Social Development, the LDB:
• Handles importing, distributing, wholesaling and retailing of beverage alcohol in BC
• Operates government liquor stores and distribution centres
• Has a general manager who is responsible for administering the Liquor Distribution Act, which includes oversight
of government liquor stores, subject to direction from the minister
The Act clarifies:
• LDB administration
• Government liquor store operation
• The role and powers of the LDB general manager
The LDB follows the Crown Agencies Resource Office (CARO) guidelines for service plans and annual reports, and is
reported out in public accounts in a manner similar to a commercial Crown corporation, on a modified equity basis.
Another branch of the Ministry of Housing and Social Development—the Liquor Control and Licensing Branch (LCLB)—
licenses private liquor stores, restaurants, pubs and manufacturers, and enforces regulations under the Liquor Control and
Licensing Act.
Visit www.bcldb.com and click on the About Us link for more on the LDB.
Meet the LDB Executive Management Committee:
Jay Chambers.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . General Manager
Roger Bissoondatt. . . . . . . . . . . . . . . . . . . . . . . . Chief Financial Officer
Kelly Wilson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Executive Director, Wholesale & Retail Services
Catherine Sloan.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Legal Counsel
Gordon Zelenika.. . . . . . . . . . . . . . . . . . . . . . . . . . . Executive Director, Human Resources
Don Farley.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Executive Director, Information Services
Gordon Hall.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Director, Corporate Policy
Donna Morse.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Director, Corporate Security
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Organization Overview
A key component of the LDB’s governance framework is the Shareholder’s Letter of Expectations (SLE), an agreement
between the minister on behalf of government, and the general manager of the LDB. This document establishes the
LDB’s mandate and identifies government’s strategic priorities and performance expectations for the LDB.
A summary of government direction from the SLE and the LDB’s actions to comply with this direction is shown below.
The full SLE is available on the LDB’s website at www.bcldb.com/corporate-publications.
GOVERNMENT DIRECTION
LDB ACTIONS
Inform the Shareholder on a regular basis of any major
changes occurring or likely to occur that may impact on
the LDB’s achievement of its Service Plan targets either
negatively or positively.
The LDB reviews its net income and other service plan
targets monthly and regularly notifies that Shareholder
of any changes that may impact on the achievement of
the targets.
Ensure any debit/credit card payment services provided
to the public are in compliance with the international
Payment Card Industry (PCI) Data Security Standards,
by the October 1, 2010 deadline.
Comply with the Shareholder’s and the Liquor Control
and Licensing Branch’s direction to rationalize and
improve the regulatory framework for the importation,
distribution and retailing of beverage alcohol.
Comply with the Shareholder’s requirements to make
the Public Sector carbon neutral by 2010, including the
measurement of the LDB’s greenhouse gas emissions
and the implementation of carbon reduction initiatives.
Service Plan for Fiscal Years 2010/11 – 2012/13
The LDB has developed a PCI compliance plan
in conjunction with the Ministry of Finance and is
implementing that plan.
The LDB continues to comply with the Shareholder’s
and Liquor Control and Licensing Branch’s direction.
The LDB is measuring its greenhouse gas emissions and
is implementing a number of carbon reduction initiatives.
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Organization Overview
Business of the Liquor Distribution Branch
The Liquor Distribution Branch operates a province-wide, retail/wholesale beverage alcohol business, within a mixed
public-private model.
As of January 2010, the LDB:
• Has a workforce of approximately 3,500 fulland part-time employees;
• Operates 197 government liquor stores (GLSs)
throughout the province;
• Operates two distribution centres (DCs), in
Vancouver and Kamloops; and
• Has a Head Office facility in Vancouver.
As part of BC’s mixed model retail system, the LDB is committed to providing customers with an enhanced shopping
environment, increased product selection and a high level of service. The LDB purchases beverage alcohol from
more than 400 suppliers and manufacturers within the province, across the country and around the world. Licensed
manufacturing sites in BC include 209 wineries, 27 breweries and 24 brew pubs, and 15 distilleries.
BC’s beverage alcohol retail model includes:
• government liquor stores (GLSs – governmentowned and -operated stores that sell liquor to
retail and wholesale customers);
• licensee retail stores (LRSs – private liquor
stores licensed to sell all liquor products);
• rural agency stores (RASs – general merchandise
stores in rural communities authorized to sell all
liquor products);
• on-site manufacturer stores (stores at wineries,
breweries and distilleries that sell products
manufactured on-site);
• off-site manufacturer stores (stores operated
by the BC wine industry that sell BC winery
products);
• private wine stores; and
• duty-free stores.
With more than 1,300 liquor retail outlets operating in BC, consumers have a variety of choices depending on their
service needs:
• 197 GLSs
• 683 LRSs
• 224 RASs
• 230 on-site manufacturer stores
• 34 off-site manufacturer stores
• 14 private wine stores
• 11 duty free stores
The wholesale beverage alcohol model in BC includes the two government distribution centres as well as a number of
private distributors, who are authorized to distribute liquor as agents of the LDB.
Percentage of Gross $ Sales by Sales Channel 2008/09
Percentage of Gross $ Sales by Product Category 2008/09
Government Liquor Stores
40.7%
Licensee Retail Stores
33.0%
Beer
Wine
Spirits
Ciders/Coolers
Special Orders/Non-alcoholic
Licensees (pubs, bars, restaurants) 18.0%
Agency Stores
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8.3%
39.8%
29.2%
26.5%
4.1%
0.4%
www.bcldb.com
Strategic Context
Vision
That our customers have the opportunity to discover, enjoy and share the evolving world of beverage alcohol.
Mission
To be a customer-focused, profitable retailer and wholesaler of beverage alcohol dedicated to innovation, exemplary
service, helpful product knowledge and corporate responsibility.
Values
Exemplary Service
We take pride in the quality of our work. We strive for excellence in serving customers and coworkers.
Corporate SOCIAL Responsibility
We encourage and support the responsible use of beverage alcohol and strive to minimize the impact of our business on
the environment.
Integrity
We take responsibility and are fully accountable for our actions, decisions and behaviour. We are open, honest and fair.
Respect
We treat all individuals with fairness, dignity and respect.
Teamwork
We support one another to achieve corporate goals.
Innovation
We encourage our people to find innovative and creative ways to improve our business.
Service Plan for Fiscal Years 2010/11 – 2012/13
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Strategic Context
Planning Context
The LDB is engaged in major activities as a part of a province-wide initiative to comply with industry standards designed
to increase the protection of credit card and other cardholder information. The standards are set by the Payment Card
Industry Security Standards Council, an organization founded by several major credit card companies. Compliance
activities within the LDB include the following categories: Business Process – Setting policy to determine how card
holder information is collected, used and stored; Data Security – Ensuring that systems and networks which store
and transmit card holder information are appropriately secured; Access Control – Managing who has access to card
holder information; Chip & PIN – Technology used in the payment card industry to protect card holder security; and
Monitoring - Ensures that security is maintained and tracked on an ongoing basis. Several of these activities are targeted
for completion in March 2010 with full compliance in September 2010.
Also underway is the Financial Business Improvement Project (FBIP), designed to implement streamlined and
efficient business and financial systems, processes and procedures that enable the LDB to manage the business more
effectively. It is expected that significant improvements in the quality of the LDB’s information, reporting and internal
controls will be achieved. Benefits derived as a result of this project include one integrated inventory solution for
all LDB-owned inventory managed on a day-to-day, perpetual basis. Another benefit will be increased confidence in
the quality and completeness of financial transaction data flowing to head office from BC Liquor Stores. The solution
will allow enhanced management of inventory on a perpetual basis, greatly reducing the need to verify and/or adjust
financial records. Through the application of best business practices, simplified IT architecture and strong control
mechanisms, financial reporting will be timelier and allow more informed business decisions. Staff will also have
enhanced levels of job satisfaction by experiencing less frustration through the introduction of improved procedures
and simplified business processes. The project will create a foundation that enables the LDB to continue to enhance
services to the citizens of BC.
The LDB has developed a Green Plan that identifies and tracks more than 50 sustainable/environmental initiatives to help
reduce our carbon footprint. In addition, we established a Climate Action Team—representing all core operational areas of
the LDB—to support greenhouse gas reduction goals and act as Green Team leaders in their operational areas. Some key
initiatives include: a Power Smart energy audit of all facilities to reduce energy requirements and costs; reviewing recycling
practices to maximize material recovery and reduce costs; Think Green, Shop Smart marketing programs to heighten
awareness among LDB employees and customers; and the Best Bag is No Bag at All in-store program, which is designed to
help us reach the Retail Council of Canada’s goal of 50 per cent reduction in overall bag use by 2013.
The LDB has historically had a low employee turnover rate, which has resulted in the organization retaining a large group
of experienced, long-term employees, many of which are nearing retirement age. To address the challenges associated
with an aging workforce, succession plans have been developed to assist the LDB in identifying and securing the skills
and competencies required to deliver on its business strategies. The LDB was proud to be selected as one of British
Columbia’s Top 50 Employers for 2010 by Maclean’s Magazine.
Key Strategic Issues
Wholesale
The LDB processes more than 11 million cases of beverage alcohol annually through its two Distribution Centres in
Vancouver and Kamloops — 30 to 40 thousand cases a day through the Vancouver Distribution Centre alone. The LDB
has $1.6 billion sales to wholesale customers. Of this, $433 million is done through its wholesale facilities in Vancouver,
Victoria and Kamloops.
Retail
British Columbia Liquor Stores average over 37 million customer transactions per year, making the LDB one of the
province’s largest retail organizations.
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Strategic Context
Some areas of continuing customer service focus include: featuring British Columbia Vintners Quality Alliance (VQA)
Wines at all retail stores; operating an on-site store during the Fall Okanagan Wine Festival and the Vancouver Playhouse
International Wine Festival; offering a broad selection of both international and domestic products in all BC Liquor Stores;
working with consulates and trade organizations to support their marketing efforts through store displays, trade events
and in-store tastings; continually updating and developing the LDB website; offering gift card options; and continuing the
publication of the LDB’s award-winning in-store magazine, TASTE.
Corporate SOCIAL Responsibility
The LDB includes corporate social responsibility as a part of its daily operations. Throughout the year, the LDB sponsors
or participates in a number of awareness programs and initiatives that further its public safety goal by promoting the
responsible use of alcohol in its retail stores. These include:
• Monthly responsible consumption of alcohol messages in stores
• Just Checking! 2-ID
• Support Dry Grad
• Get Home Safe
These programs address major areas considered to present risk, including alcohol and pregnancy, drinking and driving,
and over-consumption. The LDB’s responsible-use initiatives continue to maintain high levels of recognition and respect
from the public, employees, suppliers and other liquor jurisdictions and agencies.
Support Dry Grad
Since 2001, the LDB’s annual Support Dry Grad campaign has raised in excess of $2.8 million for alcohol-free high
school graduation events. Customers of BC Liquor Stores are encouraged to donate one dollar or more to support dry
graduation celebrations in their communities, and $594,517 was raised in 2009.
Share a Bear
Since 1989, BC Liquor Stores have offered plush bears for sale to customers in November and December. For every
bear purchased by a customer, its “twin” is donated to a children’s charity. Program success is driven by the stores, with
individual stores selecting local charities to support. Beneficiaries include Christmas stocking funds, police and ambulance
services, hospitals and other community charities. In 2009, approximately 30,900 bears were sold.
Provincial Employees Community Services Fund (PECSF) Campaign
The Community Fund is a fundraising campaign supported voluntarily by employees throughout the provincial
government. Proceeds are raised through employee contributions and special fundraising events, with 100 per cent of
the money raised going to a variety of British Columbia charities. LDB employees donated more than $207,000 in 2008, a
28 per cent increase over the previous year.
24 Hour Relay for the Kids
Every June since 1995, members of the LDB Beer-O-Crats team have laced up their sneakers to raise funds for the 24 Hour
Relay for the Kids. Funds are raised for the Lions Society’s three Easter Seal Camps, specially equipped for children with
disabilities. In 2009, the Beer-O-Crats raised over $10,500 and have raised more than $100,000 since joining the event.
Service Plan for Fiscal Years 2010/11 – 2012/13
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Risk Management
The LDB Executive Management Committee meets monthly to discuss service plan performance, risks and mitigating
strategies.
In view of the uncertainty of the economic climate, the LDB will be more closely monitoring its financial performance by
comparison to previous year and budget in order to ensure that actions are taken to mitigate any risk as soon as possible.
In 2009, the LDB reviewed the Enterprise Wide Risk Assessment done in 2008 and confirmed the key risks which are
being addressed. The LDB currently has a number of projects in progress to address the business and technology risks.
These include the Financial Business Improvement Project, the Payment Card Industry Data Security Standards (PCIDSS)
Compliance Program and the conversion to International Financial Reporting Standards. The PCIDSS project is being
done as part of the overall provincial government program.
RISK FACTORS AND SENSITIVITIES
Economy
Liquor is a discretionary consumer product and
sales are negatively impacted by poor economic
conditions.
>
The LDB will carefully monitor sales
and operating expenses and will make
the necessary adjustments in order to
achieve net income target.
Information
Technology
The upgrading of information systems and reviewing
of business processes are key in the delivery of
efficient and effective services to all of the LDB’s
customers. The replacement of older, difficultto-maintain systems with new systems creates
challenges in ensuring integration of applications and
ensuring accurate information.
>
The LDB is replacing older systems
on a scheduled basis and is working
to improve the overall integration of
systems.
Payment
Card
Industry
Compliance
In order for the LDB to provide credit card service
in BC Liquor Stores, it must comply with the new
Payment Card Industry (PCI) Data Security Standard.
>
The LDB is developing and
implementing a PCI compliance
program that coordinates with the
government-wide efforts currently
underway.
Recruiting
and
Retention
of Skilled
Employees
The LDB and many other organizations are
experiencing difficulties in staffing key positions due
to retirements.
>
The LDB has a focus on succession
planning in order to recruit skilled
employees from outside the
organization and to support the career
development of employees within the
organization.
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MITIGATING STRATEGIES
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Strategic Direction
The Four Pillars Framework
The LDB has organized its strategic priorities and key objectives around the concept of four pillars. Overarching these four
pillars is the financial performance goal, and supporting them are the LDB’s dedicated employees.
High-Level Goals
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Financial
Performance
Meet financial
objectives approved
by government.
Workplace
Quality and
Employee
Excellence
Create a work
environment
that encourages
greater employee
engagement.
Customer
Experience
Maintain the high
level of wholesale
and retail customer
experience.
Business
Effectiveness
Maintain operating
efficiencies in a
climate of constant
change.
Corporate Social
Responsibility
Encourage the
responsible use of
beverage alcohol.
Corporate Social
Responsibility
Business Effectiveness
Customer Experience
Workplace Quality and Employee Excellence
Financial Performance
Employees
Service Plan for Fiscal Years 2010/11 – 2012/13
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Objectives, Strategies & Performance Measures
Goal 1
Financial Performance
Meet financial objectives approved by government.
StrategY: Grow sales and effectively manage operating expenseS
Performance Measures
In millions $
Actual
Fiscal 2008-09
1.1 Net income 891.1
Forecast
Fiscal 2009-10
Fiscal 2010-11
872.1
973.7
Targets
Fiscal 2011-12
Fiscal 2012-13
1,013.5
1039.2
$1,100
$1,000
$900
$800
Performance Measure Descriptions
1.1 Net income – Net income is the contribution made to government by the LDB. Net income is reported in accordance with generally
accepted accounting principles.
The above financial information, including the forecast, was prepared based on current Canadian Generally Accepted Accounting
Principles (GAAP).
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Objectives, Strategies & Performance Measures
Goal 2
Workplace Quality and Employee Excellence
Create a work environment that encourages greater employee engagement.
Strategies: 1. Enhance staff skills and engagement through management development, employee training and
increased communication
2. Implement succession management plans for the organization
3. Provide a safe, healthy and harassment-free workplace
Performance Measures
Actual
Forecast
Targets
Fiscal 2008-09
Fiscal 2009-10
Fiscal 2010-11
Fiscal 2011-12
Fiscal 2012-13
68
70
72
74
75
2.1 Employee engagement
80
70
60
Performance Measure Descriptions
2.1 Employee engagement – The degree to which LDB employees feel engaged and satisfied with the work environment and involved
with the corporate vision and mission. This is evaluated by conducting an annual survey sent to all employees. Employee performance and
retention is directly related to satisfaction with the work environment and commitment to the organization’s vision and mission.
Service Plan for Fiscal Years 2010/11 – 2012/13
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Objectives, Strategies & Performance Measures
Goal 3
Customer Experience
Maintain the high level of wholesale and retail customer satisfaction.
Strategies: 1. Continuously refresh the store network
2. Continuously provide enhanced customer services
Performance Measures
Actual
Fiscal 2008-09
3.1 Retail customer satisfaction
Forecast
Fiscal 2009-10
Fiscal 2010-11
Targets
Fiscal 2011-12
Fiscal 2012-13
99%*
N/A**
90%
N/A**
90%
80%
N/A**
90%
N/A**
90%
100%
90%
80%
3.2 Wholesale customer satisfaction
100%
90%
80%
* The LDB’s ongoing goal is to achieve a retail customer satisfaction rating of 90 per cent. The 99 per cent satisfaction rating the
LDB received from retail customers in fiscal 2008-09 is unusually high.
** In order to allow customers sufficient time to experience and assess LDB service improvement initiatives, surveys are conducted
once every two years.
Performance Measure Descriptions
3.1 Retail customer satisfaction – Retail customer satisfaction with LDB store service is determined through customer surveys conducted
every two years in a sample of government liquor stores. This measure is an indicator of the LDB’s efforts to improve service to retail
customers and will identify key opportunities for improvement.
3.2 Wholesale customer satisfaction – The level of wholesale customer satisfaction with LDB service as determined by customer
surveys sent every two years to a cross-section of wholesale customers. This measure is an indicator of the LDB’s efforts to improve service to
wholesale customers and will identify key opportunities for improvement.
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Objectives, Strategies & Performance Measures
Goal 4
Business Effectiveness Maintain operating efficiencies in a climate of constant change.
Strategies: 1. Maximize the potential efficiencies available through improved distribution operations
2. Increase the use of current and cost effective technology
Performance Measures
4.1 BC Liquor Stores sales
per square foot
Actual
Fiscal 2008-09
Forecast
Fiscal 2009-10
Fiscal 2010-11
Targets
Fiscal 2011-12
Fiscal 2012-13
$1,269
$1,301
$1,354
$1,391
$1,419
$1.70
$1.69
$1.69
$1.69
$1.69
N/A
90%
90%
90%
90%
$1,400
$1,300
$1,200
4.2 Distribution centre labour cost
per case shipped
$1.70
$1.65
$1.60
4.3 Distribution centre line fill rate
100%
90%
80%
Performance Measure Descriptions
4.1 BC Liquor Stores sales per square foot – Total LDB store gross sales divided by total store system square feet.
This is one measure of LDB store operating efficiency. This measure excludes the LDB’s two wholesale stores located in
Vancouver and Victoria.
4.2 Distribution centre labour cost per case shipped – Total distribution centre labour expenses divided by total
distribution centre case shipments. This measure is an indicator of distribution centre labour productivity.
4.3 Distribution centre line fill rate – A measure of the completeness of orders filled by LDB distribution centres.
The measure is calculated by dividing the number of order lines (SKUs) filled completely by the total number of order
lines placed by LDB stores and wholesale customers. The calculation excludes products that are not stocked by LDB
distribution centres.
Service Plan for Fiscal Years 2010/11 – 2012/13
15
Objectives, Strategies & Performance Measures
Goal 5
Corporate Social Responsibility Encourage the responsible use of beverage alcohol.
Strategies: 1. Prevent sales to minors or intoxicated persons in BC Liquor Stores through increased staff education and enforcement of ID-checking requirements
2. Promote awareness of responsible use by continuing co-operative programs with suppliers and other stakeholders
Performance Measures
Actual
Fiscal 2008-09
5.1 Store compliance with
ID-checking requirement
Forecast
Fiscal 2009-10
Fiscal 2010-11
Targets
Fiscal 2011-12
Fiscal 2012-13
56%*
100%
100%
100%
100%
88%
N/A**
90%
N/A**
90%
N/A
N/A
Neutral
TBD
TBD
100%
75%
50%
5.2 Customer awareness of LDB corporate
social responsibility programs
100%
90%
80%
5.3 Greenhouse Gas Emissions
* BC Liquor Stores staff are 74 per cent compliant in requesting one piece of ID, however, the requirement for two pieces of ID has
been adhered to less strictly. The LDB has an education program in place to assist staff and is working towards achieving this goal.
** In order to allow customers sufficient time to experience and assess LDB initiatives, surveys are conducted once every two years.
Performance Measure Descriptions
5.1 Store compliance with ID-checking requirement – Compliance is measured by dividing the number of violations
to the ID-checking requirement by the number of times compliance is checked. The Liquor Control and Licensing Branch
checks government liquor store (GLS) compliance with ID-checking requirements. A sample of GLSs is checked at least
once per year.
5.2 Customer awareness of LDB corporate responsibility programs – The degree to which LDB store customers are
aware of the LDB’s corporate responsibility programs, which is determined by customer surveys conducted every two years.
5.3 Greenhouse Gas Emissions – The LDB’s continued long-term commitment towards sustainable and environmentally
friendly retailing supports the provincial government’s commitment to reduce greenhouse gas (GHG) emissions. In support
of this, the LDB is committed to being carbon neutral in 2010. This will be achieved through programs already implemented
that will reduce the amount of GHG the LDB produces with any remainder being counterbalanced by the purchase of Carbon
Offsets. With the full implementation of the accounting tool to measure greenhouse gas emissions in 2010, the LDB will be
setting targets and implementing further programs to help us achieve government’s mandate of a 33 per cent reduction by 2020.
16
www.bcldb.com
Performance Management Systems
The following information summarizes the source and accuracy of the data used for the service plan performance measures.
Sales Data (Performance Measures 1.1 and 4.3):
Sales data for government liquor stores (GLSs) is collected from computerized point-of-sale cash register systems and
stored in head office databases. Sales made directly to customers by agents on behalf of the Liquor Distribution Branch
(LDB) are transmitted to the LDB and stored in databases. LDB financial statements are audited by the Office of the
Auditor General annually.
Expense Data: (Performance Measures 1.1 and 4.2):
LDB expense data is captured, stored and reported by the LDB’s financial system. The LDB’s financial statements are
audited by the Office of the Auditor General annually.
Employee And Customer Surveys (Performance Measures 2.1, 3.1, 3.2, 5.2):
The LDB contracts with professional survey agencies to ensure that survey results are statistically valid. In order to allow
customers sufficient time to experience and assess LDB service improvement initiatives, surveys are conducted once
every two years.
ID-Checking (Performance Measure 5.1):
The Liquor Control and Licensing Branch checks GLS compliance with ID-checking requirements. A sample of GLSs is
checked at least once per year and the results are provided to the LDB.
Greenhouse Gas Emissions (Performance Measure 5.3):
The LDB’s usage of electricity, fossil fuels and paper is collected from supplier invoices and input into the LDB’s
computerized General Ledger system. This data is then fed into government’s SmartTool greenhouse gas
measurement system.
Service Plan for Fiscal Years 2010/11 – 2012/13
17
Benchmarking
The LDB conducted a performance evaluation by developing a list of comparable entities and conducting a benchmarking
study. These comparable entities included other provincial and state jurisdictions as well as other retailers and
distributors. Although other provincial and state liquor authorities have many similarities with the LDB, there are
important differences that impact the comparability of certain statistics.
Financial Performance
Operating Costs as a Percentage of Total Sales
Net Income as a Percentage of Total Sales
Operating Efficiency – GLS Store Efficiency
GLS Sales per GLS FTE
Operating Efficiency – Distribution Centre
Distribution Centre Cost per Case per Year
People
Vancancy Rate
Performance Trend
Ranking
No. Comp.
Entities
Worst <
————————————————————>Best
|
|
|
|
|
|
|
|
LDB
|
|
LDB
LDB
LDB
LDB |
|
8
11
|
6
|
5
|
5
Operating Costs as a Percentage of Total Sales
This measure indicates overall operational efficiency of an entity. It shows how much of each dollar of sales goes to continuing
operations. By comparing this measure across entities, the LDB can see how well they manage their costs of doing business.
Net Income as a Percentage of Total Sales
A measure of the overall health and profitability of the organization, this represents the percent of each sales dollar that
ends up as payment to government in the case of the LDB, or the contributions to the profitability for other organizations.
Because it takes into account all expenses, fixed and variable, it is a sign of how well the LDB has structured its business.
GLS Sales per GLS FTE
This measures the productivity of staff in terms of revenue generation. By measuring FTEs, rather than labour costs, this
measure eliminates distortions from variances in labour markets. Sales include sales to retail and wholesale customers.
Distribution Centre Cost per Case per Year
This measure looks at how cost effective distribution centres are on a volume basis. A case is the standard volume metric
in the liquor distribution industry, however may not be comparable with other non-liquor distributors.
Vacancy Rate
This is a commonly used composite measure of an organization’s people management. It is a good high-level metric
as it is affected by employee morale and staff turnover, the LDB’s reputation as an employer and the effectiveness of
recruitment processes. Benchmark results need to be considered in the context of the economy and labour market in
the comparable jurisdictions.
Public Sector Work Environment Benchmark
The LDB participated in the 2009 Work Environment Survey. The survey looked at what workplace experiences
matter most to employees and serves as a tool for developing actions that could lead to beneficial changes to employee
engagement within the LDB. The survey was based on the British Columbia Public Service Work Environment Survey
and the results were compared to the results for the British Columbia Public Service overall.
Performance Measure
Employee Engagement
Organization Commitment
Job Satisfaction
Organizational Satisfaction
18
LDB
BC Public Service
71
73
72
68
68
70
69
64
www.bcldb.com
Summary Financial Outlook
Summary Financial Outlook
In millions $
Actual
Fiscal 2008-09
Total sales
2,794.5
2,844.1
190.5
Commissions and Discounts
Costs of sales
Operating Expenses
Other Income
Net Income
Capital Expenditures
Debt
Targets
Fiscal 2011-12
Fiscal 2012-13
2,969.4
3,056.7
3,126.3
192.7
198.0
203.6
208.1
1,451.2
1,501.2
1,507.9
1,544.2
1,580.0
270.0
285.3
296.9
302.9
306.5
8.3
7.2
7.1
7.5
7.5
891.1
872.1
973.7
1,013.5
1,039.2
16.9
20.6
23.9
32.2
34.9
1.9
0.9
0.6
0.5
0.5
0
0
0
0
0
Retained Earnings
Forecast
Fiscal 2009-10
Fiscal 2010-11
Key Forecast Assumptions
Forecast assumptions, based on market trends by product categories, include sales increases of 4.4 per cent (fiscal 2010-11),
2.9 per cent (fiscal 2011-12) and 2.3 per cent (fiscal 2012-13).
Mark-up adjustments as a result of the shift to the Harmonized Sales Tax (HST) in July 2010 have been reflected in the
targets for fiscal 2010/11 and beyond.
Capital requirements reflect expenditures for updating and improving stores, technology-related projects and ongoing
equipment replacements. Risk factors, sensitivities and mitigating strategies are detailed on page 10.
The above financial information, including the forecast, was prepared based on current Canadian Generally Accepted Accounting
Principles (GAAP).
Service Plan for Fiscal Years 2010/11 – 2012/13
19
Segmented Financial Outlook
The LDB has two distinct operations – retail and wholesale. The retail operations cover all counter sales in
government liquor stores and wholesale operations represent all other sales. An Activity-Based Costing Analysis
between the retail and wholesale operations, which allocates expenses between the two operations, was done based
on activities in fiscal 2008/09. This analysis will be updated each year based on the previous fiscal year’s activity. The
segmented information provided below allocates the Summary Financial Outlook from the previous page into the
retail and wholesale streams.
Segmented Financial Outlook
Wholesale
In millions $
Total sales
Actual
Fiscal 2008-09
Forecast
Fiscal 2009-10
Targets
Fiscal 2010-11
Fiscal 2011-12
Fiscal 2012-13
1,658.3
1,669.6
1,734.4
1,785.5
1,826.7
Commission and Discounts
190.5
192.7
198.0
203.6
208.1
Cost of sales
896.3
936.8
914.7
933.7
956.0
78.0
84.2
87.6
89.4
90.4
4.1
3.6
3.5
3.7
3.7
497.6
459.5
537.6
562.5
575.9
Operating Expenses
Other Income
Net Income
Segmented Financial Outlook
RETAIL
In millions $
Actual
Fiscal 2008-09
Total sales
1,136.2
1,174.5
1,235.0
1,271.2
1,299.6
-
-
-
-
-
Cost of sales
554.9
564.4
593.2
610.5
624.0
Operating Expenses
192.0
201.1
209.3
213.5
216.1
4.2
3.6
3.6
3.8
3.8
393.5
412.6
436.1
451.0
463.3
Commission and Discounts
Other Income
Net Income
20
Forecast
Fiscal 2009-10
Fiscal 2010-11
Targets
Fiscal 2011-12
Fiscal 2012-13
www.bcldb.com
Contact Information
For more information about the Liquor Distribution Branch, please contact the LDB Communications department:
via phone: 604-252-3029
via email: [email protected]
via mail: 2625 Rupert Street, Vancouver BC V5M 3T5
The British Columbia Liquor Distribution Branch Service Plan for Fiscal Years 2010/11 – 2012/13 is available online at
www.bcldb.com
Service Plan for Fiscal Years 2010/11 – 2012/13
21
www.bcldb.com